LUIGIDOLLOSA

10754903

WEBTV

1.] Lots of investors doubted WebTV’s potential

The story of how WebTV became a market figure had its toughest times. In the interview, I realized that Perlman and the his 2 co-founders had a hard time convincing people, more particularly investors, VC’s, and manufacturers, of the technology they are offering as to how it is going to create a huge impact to the average person. Investors didn’t want to take the risk to fund the development of WebTV due to their inkling that it would not click to the interest of the consumer market, particularly because it would not be competitive against the software boom of that time considering it is basically a hardware technology. Even if at certain times they escaped from the financial trouble of funding the development, they had experienced an arduous time of convincing manufacturers in the likes of Sony and Philips. Not until they had an indeed lucky moment to showcase their product for a second chance to the CTO of Sony that they manage to get away on the verge of being bankrupt of resources. It was really lucky in the sense that it was a hit or miss opportunity for them. It was a defining moment, a make or break chance of the WebTV tale. And they were able to pull it off as they had an impressive showcase presentation with the CTO which heightened the hopes of reconsideration. And to add, hiring the right consultant was an ingredient to their luckiness for it broadened their network towards the CEO of Sony, the forefront of hardware technology in their country at that point in time. And after the lucky incident, funding gushed in the midst of WebTV that their previous problem involving financial constraints were gradually resolved. But the main insight in this realization is that before reaching the comfort zone of achievement, WebTV had undergone a very troublesome, uncertain, and tense search-and-seek for the right people to ‘support’ their technological idea. From being initially funded by non-technological oriented companies to the best of the field (Sony and Philips, and to a certain extent, Microsoft), Perlman and company had survived the most risky phase of their start-up.

2.] Design for consumers

Another significant learning in the Perlman interview is none other than the concept of WebTV. It was targeted to normal/average/non-technical consumer market to engage in a worthwhile multimedia interaction and communication. Actually, I only learned that a technology such as WebTV (now known as MSNTV), exists around the globe. I was unaware of the matter of a technology wherein Internet browsing can be done using TV (maybe it is not mainstreamed into our country). I did some research just to be acquainted with the product. And as I did, I realized that it was really for ANY user. Surfing can be done with a home and casual convenience and not by unhealthy staring at monitor screens. Perlman’s design philosophy, which is similar to Apple, was simple and effective: delight the general public’s aesthetic. Design wise a product must be user-friendly in interfaces and accessibility, and even to its core service. WebTV was built in such a way to have people with no technical or IT background to appreciate accessing the World Wide Web by means of the most accessible multimedia household appliance, the TV. As times progress, MSNTV still owns a market share, but in a very Internet-craving fan base around the world, the concept of the technology has evolved in an opposite manner- the TV inside the internet (IPTV). The sustenance of WebTV/MSNTV on the lifestyles of many tech-savvy individuals is because of Perlman’s idea of basing the product design for the typical person’s amusement.

3.] Solid Friendship

Proceeding to more intangible matters and realizations on start-up stories, this interview further reinforces the importance of establishing a genuine companionship with co-founders. For better or for worse, it is best to keep and maintain a stable healthy rapport with others because in start-ups more than the other vital factors and resources, the people who constitute a team should be deemed with greatest esteem. As Perlman recounts his experiences ranging from General Magic to Catapult, he and the other co-founders had an unbreakable bond that kept them propelling towards their shared vision and objectives. It may not be smooth-sailing perfection at the start of their start-up careers, but eventually, they managed to survive in all the roadblocks that they have confronted. They may have an originally mediocre idea, and then partnered with futile execution, they did not break-down, but rather they had sustained their names in the business. They may have experienced the giant hassles brought about uncertainties during their humble beginnings with WebTV, and yet they were a living testament to the immense role of building peaceful and productive and powerful relationships, especially for the risky business of start-ups. The worst thing that Perlman believes is having power struggles surfacing on the start. It ruins the team dynamics. Fights are self-destructive. A co-founding team with a solid bond, even if faced with many challenges, will really be triumphant at seeking the light at the end. A community or a family of persons infused with a common aspiration is a must-have when attempting to strike the path of entrepreneurship. Perlman shares that he was very fortunate to be in the company of golden-hearted individuals that is not pre-occupied of the elusive vision of money gain but rather inculcated with the true vision of invention for the welfare of their neighbors – the true vision towards true success.